[Employee Interview] Supporting GPs Who Tackle Questions Without Easy Answers — An Ops Team Member Talks About StoreHero's Growth Team "Alliance" and "Evolution"

StoreHero's growth team is built on close collaboration between "Growth Partners (GPs)," who lead client business growth on the front lines, and "Operations staff (Ops)," who implement and support those initiatives from a technical standpoint.

This time, we sat down with Mari Goto, an Ops member on the growth team. She spoke in depth about the value Ops brings beyond simply "executing requested tasks," the tireless dedication GPs show in facing clients head-on, and the cross-functional teamwork that makes it all possible.

GPs Make the "0→1" Decisions; Ops Steadily Brings "1→100" to Life

── First, could you walk us through your day-to-day responsibilities and how you divide roles with the GPs?

Goto: As an Operations staff member (Ops) within the growth team, I provide technical support to the GPs who work directly with clients. Concretely, that includes Shopify theme coding, app configuration, CRM tool implementation and setup, and measurement configuration using GTM (Google Tag Manager) — essentially any task that requires technical support.

If I had to put the division of roles into words, Ops is primarily focused on "how to steadily execute what has been decided." GPs, on the other hand, are responsible for deciding "what to do" from the ground up.

GPs analyze data and draw out insights. For example, they think about "which angle to highlight the product from and how to appeal to the market," then decide on initiatives like "let's send an email with this message" or "let's run this ad." My role is to take those decisions and translate them into actual CRM configurations and site implementations. Unearthing the "Passion" That Data Alone Can't Reveal — The GP's Relentless Curiosity

── From your objective vantage point as Ops, what do you find most impressive about StoreHero's GPs?

Goto: What impresses me most is their ability to create "answers" where no clear answer exists, and to "bring out the potential" of each merchant (business owner).

Newly launched brands often have limited track record data, and there's no one to tell you the right answer. Within that uncertainty, the passion and drive to analyze on their own, form hypotheses, and lead clients forward with "let's try it this way" — I always find that remarkable.

── What does "bringing out potential" look like in practice?

Goto: For example, it means drawing out "value" from conversations — things like behind-the-scenes stories about product development or the maker's passion — that aren't currently visible on the online store.

There's a specific story I can share. On an apparel brand project one GP was handling, that GP actually went out of their way to visit the factory — which was quite far away.

The brand had an extraordinary dedication to their printing technique, but that amazingness wasn't being fully communicated through the information available online. So the GP went to the factory, saw the artisans printing with their own hands, and brought back the insight that "we need to do more to highlight the craftsmanship behind this technique."

In another project, a GP drew out the client's passion for their product — things like having a dedicated perfumer and a deep commitment to fragrance that hadn't yet been shared publicly — and connected that to concrete initiatives.

── They really do get into the trenches, not just the logical side of data analysis.

Goto: Exactly. I think StoreHero GPs combine two sides: the logical, IT-company side of data analysis, and the heartfelt (emotional) side of drawing out passion through conversations with clients and on-site visits. It's a role that requires both.

Removing "Technical Obstacles" So GPs Can Focus on What Truly Matters

── What value do you think is created when GPs and Ops work together?

Goto: I believe the greatest value Ops provides is removing the "technical barriers" that arise as GPs push their initiatives forward.

A GP's time is finite. By handling implementations and configurations quickly on my end, GPs are freed from hands-on execution work and can concentrate on what they should truly be focusing on — designing initiatives, communicating with clients, and "going out to find potential," as I mentioned earlier.

── Have you experienced moments where that actually translated into results?

Goto: Yes. There was a time when I received feedback that a CRM initiative I had configured led to a significant boost in sales, and I felt a real sense of fulfillment in that moment. Knowing that the project moved forward smoothly and that the GP and the client were pleased — that's the most rewarding feeling.

Proactive Support: How Ops Backs Up the Highly Dedicated GPs

── How do you typically coordinate with GPs on a day-to-day basis?

Goto: I place a lot of importance on ongoing communication. We clear up questions in regular morning check-ins, and I exchange frequent comments in our task management tool to make sure we stay aligned. I also try to create an atmosphere in the office where GPs feel comfortable reaching out to me at any time.

── Are there any particular approaches you take to ensure good teamwork?

Goto: StoreHero's GPs tend to be very conscientious and serious about their work. Because of that, they sometimes end up taking on too much by trying to handle everything themselves.

So rather than just "doing what I'm asked," I watch the GPs' movements and, when I sense that "this would be better handled by Ops," I proactively step in and take on the task without waiting to be asked. I make a conscious effort to support them actively so that nothing gets in the way of the work GPs should truly be focused on.

From "Implementer" to "Advisor" — The Next Challenge for Ops

── Going forward, how would you like to support GPs in your role as Ops?

Goto: Because of their strong sense of responsibility, GPs can sometimes become too focused on the KPIs and challenges right in front of them, losing sight of the bigger picture. In those moments, Ops — who sees across multiple projects and can take a step back — should be able to offer perspectives that only we can provide.

── What might that look like concretely?

Goto: For instance, sharing case studies like "we tried this approach on another project and it worked well," or offering fresh perspectives that only someone with technical knowledge can see — like "I wonder if we could also try doing it this way."

Rather than staying within the bounds of a "task executor" who simply handles requested technical implementations, I want to become someone who offers hints from a different angle than GPs — and helps accelerate the business growth of merchants alongside the team.

StoreHero Is Looking for Team Members Ready to Take on New Challenges

StoreHero is recruiting GPs (Growth Partners) to help commerce businesses across Japan and around the world grow their businesses through Shopify.

GPs who take on "questions without easy answers" and bring clients' passion to life. Ops who support those challenges with technical expertise and an objective perspective. It's this powerful partnership that creates an environment where bold challenges are possible, even in uncharted territory.

Won't you join us in shaping the future of commerce?

View the Growth Partner job listing here